Chapter 14 - Workplace Safety and Wellness Flashcards
Why safety matters – to you
When an employee is injured, you
Have to stop the work to take care of the injury
Have to figure out how to take up the slack until the employee can return to the job
May have to ask remaining employees to do more work, likely with no benefit to them.
Why safety matters – to the employee
When an employee is injured, he or she
Must endure physical pain and emotional upset
Must cover costs and practical difficulties of recuperation and rehabilitation
Could be faced with a devastating financial burden.
Why safety matters – to the organization
When an employee is injured,
The work unit has lost some capacity, so jobs may take longer and less work may get done
A claim will likely be made against the organization’s workers’ compensation insurance
The local government’s insurance costs may increase
The employee may file a lawsuit against the local government.
According to the National Safety Council, in 2002
4,900 workplace fatalities were caused by unintentional injuries
2,100 of the workplace fatalities occurred in motor vehicle crashes
3.69 deaths occurred per 100,000 workers
3.7 million workers suffered disabling injuries
Work injuries cost Americans $146.6 billion, or $1,060 per worker
About 10% of all accidental deaths and 33% of all disabling injuries happened on the job
If your organization has a safety program,
Learn as much as you can about the program
Ensure that your work unit is familiar with safety policies and regulations
Volunteer to participate in efforts to review or update the program.
Instead of ________ to accidents, develop strategies to _________ them.
REACTING
AVOID
Major sources of accidents
People: lack of training, carelessness
Equipment: faulty; used to perform tasks for which it was not designed
Materials: things that are sharp, heavy, hot, toxic
Environment: poor air quality and circulation, poor ergonomics, improperly designed workstations
When there is an accident, the supervisor should consider these four sources in determining the cause.
The domino effect
Lack of management control
Failure to recognize and correct basic causes of accidents
Failure to remedy immediate causes of accidents
Accident or near accident
To prevent accidents caused by inadequate management control,
Provide proper orientation and training
Ensure that rules are established and followed
Regularly inspect work sites and equipment
Hold safety meetings
Investigate all accidents
Give adequate time and attention to planning and organizing work
Basic causes of accidents:Personal factors
Lack of knowledge or skill
Poor motivation
Physical or emotional problems
Basic causes of accidents:Job factors
Inadequate work standards
Inadequate maintenance or poor design of equipment or materials
Normal wear and tear of equipment and materials
Abnormal usage of equipment and materials
Immediate causes of accidents:Unsafe practices
Operating equipment without authority Operating equipment at improper speed Using defective equipment Using equipment improperly Failing to use safety equipment Engaging in horseplay Using drugs or alcohol
Immediate causes of accidents:Unsafe conditions
Inadequate personal protective gear Defective tools or equipment Inadequate warning systems Risk of fire or explosion Substandard housekeeping Hazardous conditions (fumes, noise, etc.) Improperly designed or adjusted workstations or office equipment Inadequate lighting Congestion or overcrowding
Strategies to improve workplace safety
Give employees responsibility for the safety program.
Be a good teacher.
Reduce stress in the workplace.
Watch and learn.
Workplace security precautions
Deal immediately with severe distress, depression, or other severe changes in an employee’s attitude.
Look for warning signs of potential violence.
If an employee’s job is terminated, take note of his or her emotional state. Take threats or outbursts seriously and report them to upper management.
Install an emergency button or alarm system where employees have face-to-face contact with the public.
Provide training in nonviolent conflict resolution.
Let employees know that you care and are ready to listen to their concerns.
